oc models
DESCRIPTION
organisational change and odTRANSCRIPT
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MODELS
Introduction Our understanding of organization change
has evolved since the 1940’s when the initialmodel was developed. The models arepresented in chronological order.
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Lewin [1951]
Basic Assumptions 1. Focused on individuals2. What is occurring at any stage is a result of
opposing forces. The status quo - what ishappening right now - is the result of forcespushing in opposite directions.
3. Change is a process which entails moving from one equilibrium point to another
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Stage 1: Unfreezing
Unfreezing: Creating motivation and readiness to change through:
Stage 1: Unfreezing
*Disconfirmation (creates pain or discomfort)
*Creation of guilt or anxiety
*Provision of psychological safety
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Stage 2: Moving
Changing through cognitive restructuring:
Helping the client to see things, judge things,feel things, and react to things, differentlybased on a new point of view obtainedthrough:Stage 2: Moving
*Identifying with a new role model, mentor,etc.
*Scanning the environment for new info.
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Stage 3: Refreezing
Refreezing: Helping the client to integrate
the new point of view into:
Stage 3: Refreezing
*The total personality and self-concept
*Significant relationships
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Lippitt, Watson, andWestly [1958]
Basic Assumptions
1. Focused on change process
2. Expanded Lewin’s 1951 model into seven stages
3. Road map for consulting relationship
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Seven stages 1. Developing need for change [unfreezing]
2. Establishing a change relationship
3. Clarifying or diagnosing the clients system’s problems
4. Examining alternative routes and goals; establishing goals and intentions of actions.
5. Transforming intentions into actual change efforts.
[stages 3, 4, 5, correspond to Lewin’s moving phase]
6. Generalizing and stabilizing change.
[Corresponds to Lewin’s refreezing phase.]
7. Achieving a terminal relationship, that is,
ending the client-consultant relationship
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Kilmann’s Beyond theQuick Fix [1989]
Basic Assumptions
1. Focused on change process and critical leverage points2. An attempt at total system change3.That change will take 1 to 5 years
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The process has five sequential stages:1. Initiating the program2. Diagnosing the problems3. Scheduling the “tracks”4. Implementing the “tracks”5. Evaluating the results
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Tracks are five critical leverage points, that,when functioning properly, cause anorganization to be successful. They include:
1. Culture 2. Management skills 3. Team-building 4. Strategy and structure 5. Rewards
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Burke-Litwin Model ofOrganizational Change
[2002] Basic Assumptions
1. Demonstrates how to create first-order and
second order change.
2. Differentiates between organizational climate and organizational culture
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Organizational climate is defined as people’s
perception and attitudes about the organization-- whether it is a good or bad place to work,friendly or unfriendly, hard working or easy-going and so forth. These perceptions are easyto change because they are reactions to thecurrent managerial and organizational practices.
Organizational culture is defined deep-seated
assumptions, values, and beliefs that areenduring, often unconscious, and difficult tochange. Changing culture is much more difficultthan changing climate.
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First-order change goes by many differentlabels, including: transactional, evolutionary,adaptive, incremental, or continuous change. In first-order change some of the feature of the
organization change, but the fundamentalnature of the organization remains the same.
Second-order change is also known as,including: transformational, revolutionary,radical, incremental, or discontinuous change. In second-order change the nature of the
organization is fundamentally and substantiallyaltered--the organization is transformed.
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Porras-RobertsonModel of Organizational
Change (1992)
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